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tv   Health Commission 8216  SFGTV  August 9, 2016 6:30pm-9:01pm PDT

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>> >>[gavel] >> i will call the world. commissioner pating, here. singer, here. chung be present sanchez, present. karshmer, present. second item on the agenda is approval of the minutes of the health commission heating of july 6, 2016. >> motion to approve >> second >> any discussion? comments? if not, all those in favor say, aye >>[chorus of ayes]. >>[closed session] all right, thank you. item 3 directors report >> good afternoon
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commissioners. in your commission report today there is a article on the california rate increase in premiums with health coverage uncovered california health insurance exchange is vital 13.2% next. in san francisco the average increase is about 14.8% higher than the statewide average. while rates for kaiser, which is largest proportion of san francisco increase approximately 5.3%. all other insurance plan 12 total double-digit increase. as you know will be bringing forth to you regarding a project were working on in trying to assist some residence in providing some subsidies to them. does seek to update the total of eight san francisco residence of tested positive for the z got by this as of july 20 i
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would want to diagnose and the last week and just to note all patients contacted the by chris while traveling in countries with the z got virus is circulating. they're also continuing to provide information to providers and to the general public regarding the z got update. i want to talk a little bit about arts assisted outpatient treatment update. this is an active program. this is what some people call [inaudible]. it's been a very active program and for the first year of implementation we got 80 referrals to the program. many of them do not meet the strict eligibility criteria outlined in the law but we committed them anyone calling would get a service. we have engaged 19 individuals in voluntary services and filed for court petitions. most of these referrals made by family members in treatment providers which was the real focus for this program was really for
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family members. one success story is a case referred by a family member in this individual had extensive history of psychiatric crisis in attempting to engage in services. prior to the referral, mr. white was homeless struggling with substance abuse and in 2015 at over 50 context of psychiatric emergency services. with extensive outreach and engagement by a program and extensive intensive case management team, i checked on this number is 634% and i checked it twice because i was pretty i just did not know it was true but basically he had one contact in that whole time. so 634%. decrease in prices contact. he's currently housed an independent house and i continues to be engaged with mental health providers. so, just want to and there. any other questions you may have around the rest of the report. >> any questions? commissioners, there is a public comment request for this item. we can take that first. because we can take that first.
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>> yes, please be six dr. kerr? >> good afternoon commission. dr. derek kerr. your july 19 meeting was canceled and today dir. garcia's report omits the log of medical staff appointments at laguna honda hospital at that was present in her july canceled reports. in the past this information would be shared at the laguna hondas joint conference committee, but no longer. instead, it is only distributed here far away from the laguna honda community. unless it vanishes when a meeting is canceled. what is remarkable about the missing laguna honda data is that two
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members of the medical staff were suspended in july. that is the kind of information that laguna honda administration should disclose to their approximate community to which they are accountable. laguna honda relevant information should be shared at the laguna honda joint conference committee. not doing so is a type of concealment that degrades and trivializes the joint conference committee. thank you very much. >> thank you. any questions or comments on the directors report? two questions? first of all, thank you for report. certainly come i read it on paper around the rise in california rates and are alarming so i am concerned.
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however, i like to ask your thoughts on the impact with with regards to the rising rates on two populations,. one is our own employee base in the san francisco county do dhhs and the second would be if there's any impact on the health network or managed medi-cal enrollment. would this increase in enrollment lower enrollment? is there any prediction about these rates on those two populations? >> some of the network probably can talk on this but we've not seen an impact on this increase could this is on covered california and presently we do not have a contract uncovered california so that has not impacted us did i know it is going to impact the city overall in terms of their negotiations because of these increases. we do not see that until october coming this year. so, that's for december
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start productive i have not heard of-i know the impact but i have not heard how to impact the budget on that >> thank you very much. the second thing with regards to the aot the outpatient treatment, i mean the rise of the one client reduction in services six and 30 is quite remarkable. probably a person that did not want to seek treatment could i hope that we can take let some of the lessons learned what i hope will be a narrative of the lessons learned and applying some of our other populations that we are having difficulty engaging. not just those with persistent mental health issues that are ending up in services but maybe some of our persistent street base substance users or maybe some of our homeless services as were looking at engaging in out reach. i mean there's something audience we are doing right and the aot program. it would be nice to see we can replicate that in some of the other
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high-risk groups >> yes. we replicated the work we're doing in the department into the aot as well. in terms of looking at our how to utilize this wraparound services. as soon as we do that and we get a background service for high users, the costs go down exactly like this individual. it's a matter of the ability to have all the intensive services but it is something we are looking at and you have eight 1150 waiver whole person care model will, and share with you in the next coming months that i think that it's the same model as well. but i think absolutely, you're absolutely right in terms of looking at the success. we just have to give a little bit more numbers to see what the real data looks like good right now it's been 80 people we have seen. but the trick-i mean the real commitment we make to having family members to be able to in the past they never have the ability because the status of their child and adult child. with this, this provides them an opportunity to engage in the system to call on their needs they have for their child
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and were able to respond to that. so, totally agree with you dr. pating that we can learn from this program and see how this that applicable to other programs >> i like the idea of learning from the extension of services and wraparound but actually think there may be some subtle lessons in terms of the balance and care to encourage people to use the services so in terms of as much as the aot has some judicial force behind it, you know, what is it about how that's expressed that helps people to engage that previously with the same services and the same outreach maybe did not get engaged? i didn't i hope you will learn lessons how to balance those two ends of the pope absolutely. one program somewhat like that is our collaborative court when individuals needing jail and has an opportunity to come into our collaborative crooked as you know proposition 47 has taken that part of it from us in terms of people being
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arrested for drug use and so it is making a little bit more difficult in our court system but we do have sections for individuals that they come to our court system. it does play out in that manner as well. i had an opportunity to go and spend several hours in a mental health court last couple weeks and i was very impressed with the way the judge, the public defender, and the district attorney and our clinicians were working well together for some of our most needy clients. so, i think we can learn from all of these programs that look at are mostly diagnosed individuals in our system and hard-to-reach populations. >> that might be something i like to hear at a later time as an update in breaking. particularly as one look at the navigator centers coming online and perhaps it is those that have someone court involvement. you know the second vehicle quarter extension of the behavioral courts. so, i didn't
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>> we are to be looking at an extension of the conservative ship court and were looking with the courts right now on that. we can give you an update in a couple months where we are with that development. we do have some staffing already budgeted that we be happy to provide that update. >> great. thank you very much >> any other questions? i had one. dir. garcia, how many people in san francisco are getting insurance on covered california? >> covered california i do not have that number in front of me. we certainly can follow up with you commissioner on that. >> i think this we interesting and we should give it some transparency at this level for everyone because this is a very complex situation. with the rate rises. we don't want a community where we have insurers pulling out. that's not a good answer. we don't have community we can afford insurance. that's not a good answer. there's a large proportion of the population that's on covered california. it subsidized. so trying to
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figure out the exact impact of the rates on which populations other nontrivial exercise but i do think we ought to try and do it to get a handle on what is the impact here of that >> absolutely. we're working with you shortly on the new program we have outlook set help subsidize some these individual so we could certainly get that data point for you and i'll make sure staff gets that >> when i'm actually worried about people be/around from and to plan as you fall the lowest cost what providers that you go from one provider in one system but next year in changes because of those cost structures and they go to another provider and so you creating this discontinuity because of the changes in funding and fanning thing. it sounds like it's going to be affecting less health network whether we are affecting us we
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are community and certainly around the margins we see people moving in and out of medi-cal, into plans come out of plants. so you're going to see a lot of flux >> i mean to but the thing i know that i think in the past who knows what will be in the future, people tend not to choose the bronze land. they tend to choose the solar plan. and the tension on the one hand, there's this tension of people having it move around planned because the plans change. on the other it's engaging the population in their health care in ways which previously people were unengaged. so, i mean, try and balance out the positives and negatives of that. i think it is early in this experiment. >> we will definitely calendar an update on that for you. >> all right. were probably
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ready for the next agenda item. >> sure. item 4, general public comments. i'm not received any request for general public, to get other any at this time? we can move on to item 5 which is a report back in the finance and planning committee meeting from today. >> commissioner chung >> good afternoon commissioners. the finance and planning committee met earlier this afternoon and it was a short meeting. we had actually put recommended, the august 2015 contact report and one new contract with environmental logistic and in the amount of 1.7 million dollars. which covers from august 1, 2016 through june 30 2018. it's an eight year country. those are two items on the consent calendar for the commission to approve.
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>> the item is before you ready for a motion. >> we are talking about items six consent calendar? betwixt correct >> motion to approve >> second >> is there further discussion on this item? all those in favor say, aye speak >>[chorus of ayes] proposed? the item passes. we did thank you commission. item 7 is the fiscal year-16-something approval request of the it ministration for the laguna honda gift fund. >> hi. this is, from laguna honda. good afternoon commissioners and dir. garcia. i am here to represent the laguna honda gift fund management community to ask for your approval. the laguna honda
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resident gift fund proposed budget for this oh year 2016-2017. the provider list of the budget that we proposed, you can see we ask for total budget for the 2016-20 something in the amount of $297,000. it's about 2.7% increase from the previous year budget of $289,000. most of the line items are pretty much in line with what we had in the prior years. except for one new item that is the last one on the list. assistive technology. this is from the new donation from the donor molly flesher of the $100,000 donation which came to in front of this committee for a approval several months ago and it just went to the mayor's office for their inspection last week. we
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budget for $10,000 donation dedicated to the purchase of assistive technology. services for the laguna honda resident. so, one thing you might ask,, why the budget was at 289 for last year and actually expenditures only $180,000. numbers that were provided to me. these know that the actual expenditures at a time would wait some and this report because we are not quite close they get good it's only for until the end of the may 30 2016 and so there were actually about another $5000 more expenses good it's going to hit the final expenditure report. also, a couple reasons why some of the errors we understood last year because the second fund to the bottom of the list is end-of-life program was a
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new program. a new donation from dr. rose last year. we do not get our final mayor's office board of supervisors [inaudible] approval into the end of september. so there was a delay starting the project and also we spent some time to do the planning and also finding of trying to get a contract establish contact purchase order. so, there's a reason why we haven't been able to spend the actual june what you see in this line item get we've about $2000 in expenditures. still substantially under than what we budgeted but we will catch up next year. so, i'm ready to if there's any questions? for approval? >> on locus of public comment request for this item
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>> when we take public comment and then we will come back. dr. kerr? >> hello again. dr. derek kirk. this budget for laguna honda this patient gift fund was not disclosed at laguna honda joint conference committee. it's precisely the kind of laguna honda specific information that lh jcc meetings were designed to convey. had it been presented at laguna honda's jcc meeting, someone would have noticed the remarkable decline in the funds allotted to the positive care aids program. if you just look at the budget, you will see that last year positive care was allocated $5500 from the gift fund and spent $4000 of it. so, how much is budgeted for this year? 3000. out of 15
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programs, positive care is the only one that is receiving less than it spent last year. this unique and unprecedented anomaly should be explained before you approve the patient gift fund budget. thank you very much >> thank you. commissioner karshmer >> i just want to make sure i have this right. we have been guided by the city attorney that this gift fund comes to the full commission for approval? >> if i can expand on that is because budget decisions are made by the full commission and not by any committee. so the city attorney thought and guided us last year the second time this is happening it made sense to come to the full commission. >> thank you. any other questions? i had to. one, can
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you remind us the process that you go through to decide what the budget is for this >> >> so, we do have a gift fund management committee that consists of several executive staff at laguna honda and also on button. also residents represented. we do meet every other month to go through not only the budget also the actual expenditures and the different programs suggestions. so, we typically closed to year end, will prepare the balance report and present to the committee exactly what you see here. was last year's budget, what was the expenditure, and what other new programs new donations coming in then suggestions of the based on the stork number of the budget and we tend to
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budget on the high side so that we don't have to keep coming back every time to ask for a new spending for the gift fund so that way we can provide better resident services and then have an effective way to be able to fund any of the new programs. so, once the committee approves and then i will bring the proposed budget back to the committee for their review again then bring it to this health commission for your approval. >> thanks. i mean, i am always amazed the generosity of former staff, former patients to laguna honda. but, some of these gifts come with restrictions that they want to be spend on certain things. so, i just want to check and ask this list and the proposed budget conforms to the donors,? >> that is correct. that's why we created give and grant proposals in the second column you actually see the funding source for this specific grand
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codes the positive is a good example to we get donation specifically for [inaudible] programs could unfortunate acronym code the money is declared only about $3000 left so that's why the budget went down to 3000 but that does not mean we don't provide the service. the service will still be provided but we will be coming out of different grand codes. that's why the comparison you see a drop in basically based on the remaining balance of that grants. >> think. did everyone follow that? great, think. that's the end of my questions. >> do we need to approve this >> six yes. this is an action item. >> can i have a motion? >> so moved >> any further discussion? i kind of do that backwards. i apologize. all those in favor? opposed? thank you very much. >> think. >> item 8 san francisco health network update. >>slideshow.
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>> good afternoon, commissioners. bolan pickens directive san francisco health network. it is my pleasure this
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afternoon to provide you with a note update on the san francisco health network. this slide displays with the network sits within the weaponization will structure of the department of public health. today's presentation will provide you with a summary of the high-level strategic operations at the network level. the presentation will review where we are without previously identified fiscal year 16-17 priorities, which i will note rashly done before we engaged in our strategic planning process. we will still report and talk about those today. but we will also give you an update of our activities including an update to our strategic plan also referred to as the x matrix our team charters and are true north metrics. so,
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when i previously presented to you back in january of 2016, i shared these were the 2016-17 high-priority areas that were identified by the network leadership team and those are depicted here. these were the nine priority areas. first was stabilized sf age in leadership. as you know, we hired dr. susan ehrlich as the ceo and zuckerberg evangelical. we also brought on we subtract the new director of jill health to replace dr. jewell golden sun. i also reported back to you that are long serving director behavioral jewell robinson, was retiring. we have an active search underway for her replacement and interviews are currently scheduled for that to fill that position. the second priority was operational
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the new san francisco zuckerberg san francisco general hospital which we know we opened on the 21st. at 6 am. it continues to operate efficiently. the other priority was develop marketing and branding strategy for the network. which, we have done and at the last presentation in may, you heard from mark marketing and communications director rachel kagan, and patty -our mayor's office on marketing unbranded. in addition the monster using the many outreach activities for zuckerberg san francisco general around the city that we were also able to partner and have those advertisements also promote outreach for patients into the san francisco health network. we, the leaders of the network, continue to participate at the dph wide level in terms of capital planning. you are aware that
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the new rondo was passed a few months ago. that bond will be reported to you at the full commission level going forward but the network is very much involved in that process because the bond funds work facilities at se. health ctr. are mental health clinics around the city, and for the building five and zuckerberg san francisco general. our staff continues in terms of developing staff continue to participate in the four leadership series trainings throughout the department of public health. the cultural humility training, the trauma informed assistance training, the lien education and collective impact training. the other priority was to expand our payer base and you
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will hear ashley more details about this in october when cfo greg wagner attends your planning session. you'll go into details in terms of our contacting roadmap. but you should know, we have an implement in the roadmap that we developed with our consultants oliver lyman and mercer get we've actually renegotiated whatever existing contracts and have added a new additional medi-cal managed care contracts. also more importantly, we also establish infrastructure with our managed-care office to actually be able to be more effective in terms how we approach managed-care business. the other priority was to integrate standardize operational procedures across network. as you know, we are bringing to the other previously disparate organizations mainly laguna honda hospital, behavioral health services, and zuckerberg san francisco general. a prime example each of those entities have its own medical staff
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reduce process. as we got to managed-care, one of the things we quickly found is when you negotiated with payers they don't want to go to three different entities for medical staff information to they want one-stop shopping so we've had to retool ourselves to provide that coordinated centralization of those services. the other priority was and continues to be to implement the new medicaid 2020 waiver. you were a little bit about that from the primary care perspective at the last presentation when hallie hammer presented the primary care specific focus of cns. but we continue to implement the program and we will continue to update you on our progress across the network. and, the final priority that was set prior to our being strategic planning process was to plan for the electronic health record. i say that one for last
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because is definitely not the least of our priorities could it actually are number one in our biggest priority. where most of us are spending more and more of our time as of late. so, the priorities from the previously presented slides, as i mentioned about were identified prior to our strategic learning process good also known as [inaudible] in mean terms. during that strategic planning process we engaged in back in march, we identified nine critical areas for our strategic initiatives. i will refer you to both slides seven, which i will go to hear, did you see strategic initiatives 1-9 and also in your reference binder capital one, it will actually show our
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strategic plan for the network. we are getting back to this matrix, this is our attempt to show you the correlation and overlap of the previously identified priorities for the fiscal year and how they are represented within our current lien strategic plan. either they were adopted as a strategic initiative in and of itself, or it appears in our one of our 80-3 team charters were as one of our true north metrics. so, as we've gone through the lien strategic planning process, and also as we begin to engage with our
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partners at ucsf on implementation of the emr, it became quite good to us that we need to be very strategic about where we spend our limited time and resources. most notably, we determined we needed to have a phase rollout of our strategic plan given the many competing priorities that we are working on. you see some of those here. again, i mentioned the dhr, which is epic but also ucsf product is called apex did you see that at the center of this diagram but also some of the other competing priorities we are working on waiver limitation, which in and of itself has for individual subcomponents which you've heard about. the prime project, the gpd, global payment program, also drug medi-cal for reimbursement for substance abuse services. so, i guess the
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big take away here is that all the work we did prior to eileen ross s was not lost. we were actually able to use much of that to inform the priorities that we set in our new lean methodology strategic plan. this slide present you with an overall timeline for a -3 developments. you know through your lien education that the letter eight ivan three are really the tactical maneuvers we will take to actually implement our strategic plan. copies of those a -3 are in your reference binder. so, just in terms about to read this slide the little dotted black line represents where we were in terms of back in march
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when we started our strategic planning process. you will note, each of our a -3 teams have at least four a -3 clinics with our consultants to really help us flesh out each component of the a -3 charter. the orange line represents where we are right now. you will notice strategic initiative number one is called right information anytime anywhere. which is also really are dhr initiative. just the terminology right information anytime anywhere is actually represented in the evolution of the strategic plan as a teams guidance in developing each of their a -3 charters. with that much was in integrated process
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and just saying implemented needed wasn't reflected what we were trying to do. what we were really trying to do is make sure that we have the right information anytime everywhere for all of our patients. so, again, this presents a timeline in terms of where we are for each of our nine strategic initiatives. so, i mentioned there are a -3 teams and the fact that we have clinics with our roanoke consultants. those clinics each of the a -3 each has a team lead, and you see that team lead identified here and the members of the team did these are the people really doing the hard work of really doing the analysis of data, doing the fishbone diagrams to highlight what those salient
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issues are and processes that need to be addressed in order to improve our performance in those individual areas. so, at the heart of lien is our x matrix which is our strategic plan that we have our a -3 charter. then we have our lodging combos of the steam that drives what we do as a network. we talk to you about that's referred to our true north. these are the things that really should not change very much overtime. while elements of the strategic plan will change as conditions change, the true north matrix of those things the leadership within the networks met and decided would be our overall guiding compass across our multiple varied divisions. as you know, there is a lot of attention on measurement within healthcare. as a network, we are still evolving in that
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process. we believe that our lean methodology, between our x matrix re: a -3 charter with its goals and targets and proposed outcomes in our true north represent our ability, at least our journey to become a more data driven informed organization. so, these are the true north metrics that at the network level we settled on. you will find that these are not necessarily unique to san francisco particularly many healthcare organizations have all of these except we find that to the best of knowledge are the only ones who included equity is one of our true north guiding metrics. so, we have chosen to in terms of our
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outcomes, have a target of achieving 70% of the true north targets in each of those categories. there was a lot of discussion about how we came up with a 70% targets. as you can imagine, given the varied scope of services that we provide across the network from long-term care to substance abuse, that it's many times not possible to have one measure that cuts across all of those areas. so, for example, a long-term care measure may be to decrease the incidence of hospital acquired incidents which honestly is not one you would use in terms of measuring quality of care and methadone outpatient treatment program. so in essence, we let each of the divisions or service lines
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propose measures that were relevant to them and then as a leadership group come out we actually discussed all of them and vetted and agreed upon these were the ones we have for each division. you will see some of the breakdown here in terms of safety among you will see the measures the measuring at zuckerberg luca honda, both at home, primary care bureau health services, and this goes across all six of our true north areas. similar, here, the true north workforce. you'll notice, you don't see financial metrics here but they actually do exist. when you look at the letter 8-3 for finance you actually do see metrics and targets on their. the reason they are not here is because of our most recent discussions with our team. they have decided that with the originally proposed is not adequate. they want to propose
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new measures and particularly, working with the divisions who had already propose their own measures. now that we are doing this as a network level we find ourselves in a situation where we've actually had the chicken before the egg. as you know we had some divisions like zuckerberg actually been on this journey before we start our network so they only have their targets. so we are now since were focusing at the network level, are trying to set up a process where we can provide the direction at the network level and share that with the division and it may mean that some of the measures that they are doing will change in order to better inform what were doing at the network level. so, these are just some of the leaders who really have taken an active part in leading our process tragically with true north because, again, this is the to north is really our
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-the heart of our improvement prostate so a special thanks to alice chang and sarah lynn, critically sarah, who put together this presentation and is also in our liaison to our corona consultant keeping us on track. so, with that i am happy to answer any questions you might have. >> there's no public comment requested >> thank you. commissioners, questions? >> just so i can understand if i'm reading this. on page 7, the right information anytime anywhere-by the way, thank you for keeping us updated on this and i am glad we had the opportunity to talk about your lien process. so, we are more i think basso in understanding some of this. i get the fact that he moved away from the electronic health record to this. it makes perfect sense because that can be an ongoing goal that might look a little
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different five years from now than now. but, this targets where you are now, it looks like this is going to be a accomplished by the first-i don't understand the green and blue. i guess that's the problem. >> so, the colors are meant to represent just the transitory nature of the progressive nature of the process. so, again, the one-shot line is where we are right now. so, you're talking about strategic number one, that's the dhr. where we are right now, where it are actually in the negotiation discovery process with ucsf. by december, we should have a decision one way or the other as to actually weather will be able to enter into a contract with them and that will start the actual implementation phase december or january >> to understand this have to go to these other ones that actually have a specific target
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>> exactly and specific roles. and again, some of those you'll find dhr once we consider that the most developed and the most complete. is it has a 95% completion rate because that is again one of the ones we spent most of our time on. whereas, some of the others like the finance again, stuff they needed to retool their targets. it's not as far along in the process. >> wafers that it look like 95% of the whole shebang with that. electronic [inaudible] 95% the planning >> exactly. sorry. >> we wish. >> no. as the carpenters will say it's only just begun. >> yes, i just wish we would have not wished but in some of our discussion we had on the gcc both between that's a look in ondo and sfgh, i know there was
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some that cross my mind the last gcc meeting and that was the concept of quality of care and patient safety. there was something that flag falls and i said, yes it falls let's take a look at these did i know at laguna honda we been discussing etc. etc. and here on page 11, you know, when we talk about the different north metrics and we see safety here as our lh age luca honda talk about reducing again falls for patients and that cross our radar at sfgh. somehow, i asked the question later whatever. anyway in never really wasn't very clear. but this is very helpful. as we take a look. as our colleague has at them i think there are some variables that will be floating across each of the subsets. as we try
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to increase or go to the 70% level. i think this is very helpful because the priorities and what were looking at in different weatherby sfgh or zuckerberg sfgh or laguna honda or the whole network it gives us a chance to take a look at at how in fact they may be crossing onto the scope and we can sort of address that based on some of the measured outcomes or plans of improvement or whenever. that we've done within a unit. so this is really really helpful. pertaining to we take a look at our overall picture. am i making sense of? >> absolutely. i appreciate your saying that. because one of the things we have discussions with our consultants at roanoke about their not accustomed to working with someone as unique as we are in terms of having this broader range of services across many different service lines in clinical areas. so,
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this is their best attempted to work with us to try to bring some awarded nation, integration particularly when it comes to our strategic planning and monitoring and reporting. >> thank you. very helpful. >> thanks for the update. the question i have is how does this going to integrate into like the monthly gcc meetings princess? like laguna honda take that as an example because i remember that when they do annual reports they talked about the number of like, residents like falls or injuries in a set goals like how many percent they want to improve on that. i think that is part of the reasons they get the five-star. five-star, yes.
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so, are we going to expect that as well for whatever we said here that is going to be how we are going to receive updates in terms of the report? >> very timely good i think was last week's laguna honda gcc the team presented their lien plan and it actually shows the dashboard of these particular quality measures. so, the laguna honda gcc will receive that similar to the same at zuckerberg san francisco general where they have begun to utilize the lien to north measures and their x matrix to do reporting to the jcc. >> mr. pickens is thinking that much for a wonderful presentation. i am interested in the true north. i'm really
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glad were moving forward with getting the indicators compiled and agreed on at the micro level and i assume we will sum them up and will be looking at the macro level. my question is, really, how does the true north metrics either influence or positively or negatively, in terms of risk or gain, potential financial exposure? as we better integrate with higher quality, and certainly good patient care, but does it increase our value as a accountable care organization with brass higher medicare rating or are there other potential benefits to north other than we are the filling division we have? >> so, i will spot when you look at these categories
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safety, quality, care experience, workforce, financial stewardship, all of those are right in line with where particularly the government is going in terms of value-based purchasing them a pay for performance. all of those elements of the true north are directly tied to the new reimbursement methodologies that are coming down. so, i see it very much being in accord with our ability to become more accountable care organization. if we are able to achieve the true north metrics, then i think we'll be well on our way to operating with these new alternative payment models that we are seeing. >> related to the alternative payment models animal where of the medicare star system, is that relate to the whole health network both outpatient and the hospitals or is that just the hospital waiting and is there something that measures the whole system or-how are those buckets determined on a in terms of payment level of the medicare level? >> so, the new star rating
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that you've heard about is specifically just for zuckerberg san francisco general acute care hospital. to my knowledge, >> just for people who were not- >> so, cms now has a new ratings tool they are using. similar to what had been used in long-term care is now being used for acute care facilities. they have released the first set of data and it shows hospitals and where they are 1-5 rating. one being the lowest and five being the highest. the report shows zuckerberg san francisco general in first of four with one star out of five. >> that's very gentle of all the public hospitals was late among public hospitals were five among public hospitals. so, that aside, with regards to affordable care act and stars,
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ratings, and are true north metrics as a system is all, what is the interaction between were what is the relationship between our two n. metrics in any of the kinds of ratings we would have as a whole system? >> it's a combo mentoring. commentary. there are hundreds of if not thousands of both clinical and operational indicators that we measure. either on our own for our own fruition or required as part of our regulatory oversight and quality oversight. so, many of these are things that we already record onto various accrediting and quality organizations. but, some are once we feel are really important for our patient population as we include those. >> i'm not sure you're getting on my question and i'm looking at will be resulting in more
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-i'm trying to figure out what we should be watching and am wondering whether this year few more indicators on the true north report when we combine it. elected to north indicators that i want to let you know that but as we talked about at san francisco general for example, it would be nice to also track the stars, waiting and wondering as a health network we have is a similar kind of measure. it are something like our, you know move towards becoming a accountable care organizations in our overall medicare read spin rate.? is there some oregano also go with us to north rating when you essentially reported out to us the one >> if i'm understanding your question is there a network wide benchmark we can use? >> suggested in terms of value base [inaudible] >> to my knowledge there is no systemwide network could bench
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national benchmark. it's usually done on service line specific areas like acute-care hospital long-term care hospitals. the rural health. i am not aware that any group has put together one that has four integrated through every system with a national benchmark >> >> cms we coming up on medical rate on those different service lines so when i get to north when each of of those to optimize the medicare payment within each of those buckets. is that what you are saying? >> yes. >> does that make sense? >> i think there are some plans that are also ranked in that >> plans, yes. >> as we go into having the discussion of our plans for to actually have a plan that this will the metrics will become more apparent because there's a set of those from cms. >> i also know in accountable care model they're looking at
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how well for example integrate your behavioral homes and how the vehicle homes are connected to the medical clinic, connected to another hospital. that creates your ac oh system but i don't understand the payment system how does the quality of your ac oh system reflect in terms of medicare's positive rating of terms of giving us more money for the quality of service in terms of the value-based option. >> i think that would be something that be worth exploring in the future. >> yes. >> it would be nice to have that as retract those medicare reimbursement rates as part of the true north so we can see the quality part and then the financial impact side-by-side. even in terms of stars or whatever measure that's being used. >> through the chair, if i can follow-up. i just want to make just a brief statement pertaining to this new quote, ranking, quote unquote that has caused some discussion and
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already the association of american oncologists and also the association of hospitals has shot one or two across the bow here already saying when the cms came out with the original subsets of how we are going to take a look at certain patterns, variables, of care, whether be from all servers to remember it was like five pages long than with 24 pages long than three pages long and now it is the most one-page. what they are saying is, this is the first profile and we really need-they really need to love and meet and a task force to discuss the unique uniqueness of the patients, the institutions see a specific area, the type of institution, and when in fact resources they have in order to serve populations, and then the
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measured outcomes based on the number of other variables that will be discussed which were part of the institute of medicine now called the national academy of medicine. so what we are saying is this was like the first here we are and don't take it as a bottom could of course, the next day to other major groups came out with their rankings of quote, hospitals. whether whatever paper you read whether be the chronicle to the new york times, to the journal of whatever you see full-page ads. we arrange here. we arrange here. we arranged there. the bottom line is, each area is been a very unique and we have to take a look at where we are, when was the data collected and more importantly, what has been done from point a in order to is sure we are providing the highest level of quality care given our new configuration of what the missions are of
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hospitals today, especially those that are teaching hospitals. we have graduate medical education and residency programs in nursing programs, pharmacy, etc. etc. so all these things are in the store again and really i would not use any these quote, benchmark saying wow, let's wait and see. because is critical while before it shakes down in him sure will come in with some excellent qualitative measures on how we take a look at hospitals and service to populations in the area and i'm sort of throwing this out because i know there's already been scuttlebutt forget it. let's be patient you. with thicker look at it. the content and comments. >> thank you. did you- >> i was can respond. so, thank you for sharing your perspective. i think that you thoughts on that. first, as you probably know both the american hospital association, american
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of hospitals and the is those issue of medical colleges and universities all have raised concerns you just raised. having said that, also, in my 25 year expensive healthcare executive, i know there are many variables that contribute particularly for new rating systems. what we have typically found over the years when a new system gets introduced those players that have more robust data systems,, electronic health records of the past 10 years, data mining, data in a latex am tend to score better. we have that experience battaglia zuckerberg san francisco general. many years ago were quality scores were not as good as they are today, but it required us to do a lot of work in terms of cleaning up our data systems, putting in additional data scrubs and
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making sure were coding a properly documenting appropriately. to make sure that we were getting credit for the good work we were actually doing. so, i think it's an opportunity. it gives us a starting point and one star where no one wants to be and no one wants to stay. we will do everything we can to make sure that we go up in that rating. >> thank you for that. i mean in the knowledge meant of the importance of that. because i think we all as a group have a lot of work to do. none of us are satisfied with that but i think if we step way back in the narrative of healthcare, what is going on and we talked about it before. it will lead into a couple questions i have. is that, the federal government is genuinely trying to figure out how to control a crisis in
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healthcare spending and concerned about the quality and care delivered. that's where value-based pricing, value-based purchasing and pricing and all that comes from. it is legal and i think we ought to assume it's coming like an incredible freight train. we have seen it in the gcc in reports at san francisco general zuckerberg q3 and the fines were getting i mean not sorting quality benchmarks and for sure as you suggested their tweaking them to make them fairer and to understand the implications and to really incense behavior that we all would like. but we they are real and they're going to get bigger. the consequence of that
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is that the amount of funds flowing to performing hospitals will go on and allow them to invest in better systems and better data. so that they continue continue to perform and the one star places will get less funding and it will become a have and have not system. that is kind of what is out there and coming in i applaud you guys for keeping your eye on that. because, to ignore it as at our peril and much deeper in this book you see how the amount of general fund increases dramatically over the next 10 years at current growth rates. that would be a vast underestimate if we cannot get to better scores. the consequence of that is we won't be able to do as much as we would all like for our population. so, that leads to a couple of questions. the first is, what are your concerns and our ability to
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improve? like, what are the things, you know, we should be aware of and say these are barriers to us being successful in this? that if you are us, you would come back to repeatedly in our discussions? >> i would say number 1:2 we have the infrastructure to be successful. i would urge you to continually to ask us, do we have the resources that we need to produce the results we want and how are we using the resources that we have. i think that is something we have particularly over the last 2-3 years have taken very seriously. because we all as leaders within the department recognize that our biggest priority was to get a new electronic health record, we all exercised extreme judicious fiscal restraint would last two years in terms of making sure
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that any new requests were ones that were going to either support the electronic health record or support our ability to be good financial stewards. either revenue capture or expense reduction. so, again, i think with all the pressures particularly the extra pressures were getting in terms of moves towards value-based purchasing, accountable care organizations, plus, the internal pressure in terms of decreasing our growth in the city general funds, is making us all more aware of the decisions we make that they have to be ones that propel us to being as financially sound as we can so that we can, again, continue to do as much of the good work are currently doing. >> thanks. another observation which i think is worth thinking about, which is, you guys live
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and breathe this wonderful lean philosophy and approach. it's really taken off and you and your team deserve great credit for it. those of us up here have an instinct about it because you been educating us and some of the language, but we are not versed in the vernacular in any way. then, you take who we are responsible to and this sounds like a foreign language. so, one of the challenges, i think, unfortunately, numbers help with that, is to really try and distill down, not just the process, but let's shine a light on what are the results? how are we doing against that? entered is still much the thousands of things, which are required within the organization because of the complexity, but really come back to us with here are the 10
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things that really capture and integrate all the other great things that are going on in these are the things which we ought to come back to frequently to know how we are doing on our journey to get us to a place where we can genuinely say, we are delivering the kind of care we are proud of. so, because it's a challenge good when you come to this intermittently to really have a sense of, well, how are we doing? >> i appreciate your statement and i feel the same way having gone through this lean journey. i think we can get there, these two n. measures, i think, are the more concise measurements that we will definitely either we will be bringing to you about 56 or 57 of them but we
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think the top five, 10, or 15 of those to determine which ones-you are going to see ongoing reports for all 56 of those measures within the true north and that's been the measurement to determine whether not we need are 70% go. >> we will figure out as a team what are the most important. when we start seeing those numbers against objectives? >> so you're already seen them get zuckerberg san francisco general is already reporting others could they were the first ones to lead in laguna honda adjustable bears out. at our last jc. you will begin to see them there. but those parts of the network that don't have a gcc you will begin to hear them either to the reports they give at the community program committee or when i come to hear good when i come here i will-when this thing is finally
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i could find today and were getting all the support topic presenting them here. >> so my request would be when you present them, if you could highlight those which represent significant indicators that would improve our value-based services. so, which are the ones tied to us either bringing in more money or having money at risk because those are the ones that i think i would want to make sure we really hit particularly if the within reach and as working out one to prioritize all these all-we want them all but some will bring in more money. some will improve another system thinking i'm kind of interested because of our aco environment rainout in the specific question of linking these performance outcomes to various either cms medicare stars or whatever financial drivers is i think that is mr. singer is aimed the
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future of the game. >> a little asterix. watch this one. >> then commissioners thank you for the great feedback for network director. also, i think as we have our planning process i know our cfo in the audience listening to the kinds of questions you're asking about finance. so we may be able to catch touch upon that when we do that conversation. in october. >> well done. >> should we move on commissioners? sounds good. >> thank you. look forward to our next meeting.
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>> they do commissioners. item 9 is the health impact assessment single room occupancy hotels in san francisco. there's a resolution doubly introduced today. will not act on this until the committee meeting on september 6. i just note today is just discussion. >> welcome. >> cindy, thank you for presenting. it would be good to take a step back for a minute with a commissioners just to talk about assessments and the kind of assessment to do for that. >> sure. i think everyone can everyone hear me okay? i have a little bit of a background in the report in all meant that if that's okay? >> ingrates.
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>> good evening commissioners. my name is cindy comerford and i will work in the office of policy and planning. also direct our health impact assessment program. as you may know, we been an integral part of low income housing in san francisco. although tenants of as of those vintage bombs for a long time out rising rents affordability issues with building repairs increasing homelessness, and also spiraling drug epidemic, has caused a lot of issues with sro operators on sro tenants. we started this project in late 2013 at health commission about a year and a half ago i came and gave an update and here to today to present our final report. this is the draft of our health impact assessment did so today i'm here for three things to give you a status on the final reports. to get feedback and comments on the project and also to get feedback on our proposed resolution that we are hoping
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to get for our meeting in september that's going to be in the community at the tenderloin where there is a very high density of sro's pacing problems today. celebrate background on health impact assessment. what is a health impact assessment? is also known as and hia and why did we do one on sro. they held impact assessment houses about what the potential health impacts in a policy plan or program before it's built were implemented. as many of you know, the health of women has a very unique role in sros. when we started this project we were one of the only cost of funds in the us that housing program. we used sro rooms to place homeless people off the street who are hot
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program. we put patients leaving our hospitals in sro rooms and we also have people grabbing homeless people enrolled in care they go into sros. in addition, and other mental health branch we also have a code enforcement then inspects sros for code enforcement and habitability. so over the last three years the entire mental health branch was talking about ways to convene stakeholders to mitigate disease and issues with tenants. disease and injuries and as i was good at the same time the whole commission started talking about food security in sros. so we came together and presented some of the work that we've been doing. we realized, because of the complicating factors about expanding food security within sros that included building conditions, vector control and supportive services, we were kind of take these two processes into different directions. so the san francisco food security task force did a very specific survey of residents of sros
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around food access and we decided to take a very broad approach. just looking at all the different policies that can really improve the health of tenants. our goal of this project was to achieve better health for sro residents through public policy. so that's and what brought us here today. i am going to briefly talk about our process and outcomes are hia. again, this project officially started in september of 2013. when the commission of commission, passed a resolution asking dph to do health impact assessment to see what can improve the health of tenants of sros. typically, but not always, when we have and hia we usually start off with a policy proposal or program that were going to evaluate. in this case, we do is no discrete policy were target propose. so we went to a very extensive exploratory outreach process to determine which policies would benefit from the most from an examination from and hia. upon
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section of this project, we reviewed a lot of material that was already in existence from hsa, different nonprofits that i published report and the health department. many other parts of the that were barely old. so we were able to get a better sense of people living in sros in the landscape for baseline conditions. just to provide you with a little bit of background, on sros, the majority of sros in san francisco were constructed right after the 1906 earthquake. the highest density of sros are located in the 94102 zip code which is the tenderloin and civic center and the second highest density is in the chinatown mob until area. the number of san francisco residents that live in sros are somewhere between 18,000-19,000 group we've approximately 580 sro buildings within san
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francisco. 50% of these received public funding through the city and the remainder are privately owned. the publicly funded buildings account for about 24% of the city's inventory of sros. the mean age of the residence of sros are 55 to about 65-75% of people of color who live there. in 2008 when you're citing percentages are you sending buildings or percentage of residents [inaudible] >> blastocyst is examined to with the percentage of residents. >> how many residents and other sros in total and how many sros total? >> the number residents we don't have an exact number between 18 and 19,000 residents. there's 580 buildings but the number of units is probably around you know it should not match technically the number of
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residents. their single occupancy but we know that unfortunately, in areas such as chinatown the mission, we know we have families living there. which kind of leads me to my next statistic. when we matched when the school district matched the addresses of students we knew there was about 1000 students living in sros. also >>'s >> [inaudible] >> is a planning department has a very distinct size of an sro. to qualify as a kgb bigger-i don't remember but i'm glad to just an educated guess would be like a 10 x 10 room. >> [inaudible] >> it varies so much. there are some sros is like tourist hotels built six sro rooms in this entire buildings that will have to item 3 probably 200 would be the highest good to
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expand. stanton also into 08 when hsa generally report we matched the addresses from our substance abuse treatment clinics that matched about 3500 addresses. from people living in sros. also, at that time, the cost to our emergency medical services again this back in 2008 was $2.15 million. backup gives you a little bit of background about corn on in sros. also, in a location within a fourth of a mile about 67% of our alcohol outlets are located. 70% or pedestrian vehicle injuries take place in also about 60% of our crime happens within the fourth of a mile. it's very harsh conditions in which these people are living. after we concluded our luminary baseline condition analysis, we did 22 key stakeholder interviews that with people of dph, other city
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agencies, nonprofits, sro tenant advocacy collaborators and also people who are privately within sros. produce this kind of luminary report which is the appendix of our final report the kind of came out with five main themes that we saw. which were really around building conditions, supportive services, housing fix, real estate pressure, and about healthy eating. interview such a broad spectrum of stakeholders really enabled us to first better understand the common trends and policies that could benefit the health of residents in sros and also more efficiently lead and train sessions and research in scoping. like i said, this final report is included in the appendix are hia. after we completed those 22 stakeholder
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key stakeholder interviews, we convened three advisory groups. one advisor group was made of of dph second one was made up of nonprofits and then i last one was made up of city agencies. this represented about 30 different city agencies and nonprofits that help this really identify key issues. what we do with these advisory groups is we asked them specifically what types of projects or plans or policies would most improve the tenants of sros. so from these advisory groups we ended up with over, i would say, 35, 40 different policy proposals that we could use for health impact assessment. so what we did is we took all of the policy proposals and we used a screening tool to score them. and rank them. we use the screening criteria that had used a matrix that was a screening criteria than 30 different criteria that we link
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to each policy proposal or program that was suggested. the first criterion always was, with the clear open decision-making process for this policy? then we look at defending such as timing the resources, feasibility, whether co-health benefits. basically we had since we could not put this on a slide, we took each policy when a cross and we score them. we ended up doing is we came up with so many terrific oppose policies and projects and in our report we kind of documented the top 15 but what we decided we only will he were able to go through and look at a couple of them in the health impact assessment. so, last time i presented this was kind of where i left off. so we had yet to select the policy. based on our stakeholder input and screening criteria, and what we thought was feasible, we came up with the three somewhat related
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policies to examine that one was a ordinance amending the san francisco of code that would define sro and either require an sro operator education on compliance with health housing and fire codes as a condition for certification of sanitation. basically, each year not sros, but tourist hotels have to do that compliance or certification. this would be kind of expanding this the criteria for this including sros in the which training would have to take place. the second would be a ordinance amending the san francisco administrative code to require sro data on structural element of the building as part of the sro annual unit usage report. sros rre required to do annual report with nato how many rooms they have, the average price of a room, but it would be helpful if we are able to collect more information to other rooms 88 accessible? to their
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microwaves? to that refrigerators? is we can do better placement in sros. i last policy and want to look at was having dph engagement in data system with bdi. in addition to the health department, doing inspections of sros, there's two other departments. the department of building inspections and fire departments get three different data systems that don't talk to each other and we really thought that we could benefit not only the buildings operators and tenants by having increased compatibility in coordination. so, after we selected those three policies, we moved onto the scoping stage of the health impact assessment. the scoping establishes the foundation which health impact assessment is conducted. it's really about the designing and planning phase of hia's. during the
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scoping phase the team kind of identified the key issues that need to be examined within the hia. the different populations going to be affected and the methods that we would use to do that. so we try to again engage stakeholders in this step. two meetings were held to one was back in dph which included multiple representatives from the environment so health branch, housing and homeless services, and we had another meeting with the city administrator's office department of environment and also why firms that represented a lot of tenants from sros. due to the time constraints we had each content of either one would focus on sro operator training the other group focus on the data analytics and kind of the main goal of this meeting was to draft scoping diagram. which is shown in this slide. we can look at the health outcomes that would focus hia on. so, if you look at the scoping diagram, it kind of breaks down this is just specifically for the operator education as an example-it takes down the proposed policies and walks you through primary secondary and tertiary
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effects that would come to the house comes of trying to change or augment improve those types of policy: i mentioned to slide to go. after completing the scoping phase we go into the assessments phase phase. this is the meat of the report where most of the analytics and analysis take place. this is where we look at the policy proposals and see if they would improve from the health impact from the scoping diagram i just showed. we are not really examining the specific health impact that what we are doing is kind of linking the mediating a fax to the health impacts. so we deployed mixed method approach which included data analysis empirical evidence from literature, focus groups and expert opinion. next month going to discuss a couple of the outcomes from our assessment. we did a more detailed analysis on the baseline conditions. in the
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beginning of this presentation i mentioned the sro on average are a lot older than the building stock in san francisco. so, the mean age of an sro was built in 1909 compared to the rest of the housing stock in san francisco which was eating age was 1927. again, the majority of sros, 80% of them are located within six zip codes. these codes often, the tenderloin, bob hill, south of market, patient, chinatown, north beach and russian hill. a large portion of analysis we did focus on code enforcement in sros. as you stop our policy proposals but dumbly focused on code enforcement so we look at a lot of stuff around the buildings and how better use of enforcement data can hope the city make better decisions. the most most of the violations in
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all zip codes had about between 0-5 violations issued between 2008 and 2012. it's very common for sros the violation issues. the higher zip codes which were in the titling and south of market at the highest proportion of violations receiving over 20 violations during the five-year period. the most common types of violations that the sros were cited for was around animals and pets. things like that bugs , mold, refuge which is garbage, defendants of sanitation issues and also structural conditions. this map here that is shown, the larger circles kind of show the density of violations of the sros. next, we look at the neighborhood health status and
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the specific health outcomes of sro residents cannot be measured directly so therefore, the sro health was assessed by calculating hospitalization and er room emission rates for the six zip codes that contain the majority of the sro rooms. hospitalizations and er admission rates in those of codes that contain the majority of sros, show in visual art being treated at a higher rate than many of the same house outcomes associated with most common violation types i just mentioned so this includes adult asthma hospital hospitalization rate which were nearly twice the city average. copd rates three times the city average. er admission rates for falls which were 2-3 times the city average and also er admission rates for self-inflicted injuries were 3-4 times the city average. the zip codes which in the tenderloin experience but the highest rates of hospital
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hospitalizations as well as violations. while the same hospitalizations may not be all attributable to housing conditions, they do indicate the resident population in those neighborhoods may be particularly vulnerable to the impacts in the sros. we also met with the chief medical examiner's office and they gave us data from 2014-2015 and we saw in 2014 35/41, 85%, of the accidental deaths that were investigated were from drug overdoses. in 25, that agrees to 95%. one of the concerns of the medical examiner's office was these people were social isolation that these people were dying alone in their rooms.
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so, based on the neighborhood health status and the design conditions kind of supports that evidence that residents living in sros have numerous one ability factors which i just mentioned. the lower income, people of color, older age, as well as living conditions and buildings and communities with more concentrated environmental and behavioral we specters. that really contribute to adverse health outcomes. the combination of the demographic and environmental vulnerabilities we know judy to fourth health outcomes. also increase hospitalization rates. we really feel like they could benefit from targeted policy changes to protect and promote the health of residents. so, last part of our assessment is we actually met with sro operators. we did some targeted focus groups to evaluate the effectiveness of an sro operator training. these were an efficient way to understand
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from the various operators to test their knowledge, their attitudes and behaviors associated with sro conditions and tenant policy. the groups were able to identify best practices, challenges, and really help us suggest potential policies. these focus groups were also augmented by a couple of other key stakeholder findings where we needed additional information. but the focus groups revealed was that actually sro operators have adequate knowledge of the housing codes. so, it was unlikely that having a training that just focused on housing codes would improve the health of sro residents. the participants did speak about their fragmentation of the health housing and fire codes and they really expressed the need for more centralized information and a better understanding of each agency's role. dsl operators did really lack knowledge and practice of how to work with tenants and housing issues that resulted in
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tenant behavior such as hoarding and bed bugs they were not really aware how primary health outcomes are poor housing quality work related. so such as asthma or allergies were fires or burns. mental health was also seen as a significant health problem as well as the aging population and associated health issues, and drugs and alcohol. there was a consensus is the nature maddock increase in mental health issues over the last five years and that the notion of extreme tenants one tenant kind of causes most of the problems for sros. this was a big problem for the operators. so, next i want to the
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assessment part i forget next look at the data analytic part of our assessment and this was specifically just on by looking at case studies looking at our existing conditions and expert opinion. in case studies and existing literature on kind of open data strategies don't really demonstrate they have a direct impact on health. but these types of situations can lend themselves to increasing efficiency and public health operations, improve data quality, timeliness, usefulness improving data access also promote transparency to government agencies. also, case studies demonstrated that didn't alone don't lead to a vast improvement whether interagency working groups informed to continue quality women coupled with data analytics and strong leadership are the approach that works best. so, based on this the outcomes for analysis we came up with five different recommendations and other health impact assessment. so the first was a mandatory training for sro operators that
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focused on successfully working with vs road tenant population. increasing their knowledge of health outcomes in understanding the role of city agencies and management best practices. sro operators really need to have the know-how skill and tools to address problems that they are facing. without adequate knowledge sro operators may not be confident enough to act to resolve the issues of that they're having. in research really indicates mandatory training for much more successful and have in the past shown a reduction in violations. the second recommendation is the creation of a culturally competent and consolidated education materials for sro operators. that would serve as a one-stop guide for them. given the diversity of operators roles and responsibilities this one-stop guide would touch upon code compliance, city agency information attendant support. for example, how to get in touch with adult services or
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something where they can go to one piece of information to quickly answer questions instead of typically they would ride on relationships they build with inspectors and they do not have anyone to handle the problems they have. the last three recommendations kind of our focused on the data analytic part. one, that the recommendation was to standardize and automatically push housing data including their collection of sro facility activities. as i mentioned before, there's no consolidated wait to find inspections and violations of housing let alone sros in san francisco. dbi nl department kind of have it separately on their respective websites. so, we think kind of consolidating this kind of data publication
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could improve in the visibility of activities in the housing inspection programs and then the kind of users of this would be the departments of health, public developers property management and also tenant advocates. the fourth recommendation is to include data analytics into our business operations we feel like performing analysis on this data will improve the inspection process and our internal business processes. right now, we're we can kind of measure violation detection rates abatement rates, and abatement fees, this way the department can better understand the capacity by reviewing this information and frequencies and adages and can help understand where the resources need to be targeted. the last recommendation is to create an interagency data housing data subcommittee to establish and track these metrics. expanding the coordination between the housing inspection department to facilitate the department to
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share best practices and observe whether activities overlap and improved enforcement and coordination of different pieces. currently like i said there's not a form to kind of discuss these housing processes. those are the five recommendations that were resulted from our health impact assessment. this was our fourth presentation formal presentation of this report. our goal is to spend the next month presenting it to our different stakeholders and getting feedback on the report and the recommendations. kind of our next steps is again, getting feedback from stakeholders on a recommendations. we want to finalize the report we need to get a little more information about the medical examiner on kind of the some of the best data were going to integrate into the final report and we want to communicate the findings and we are working on evaluating options for
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implementation and funding. for the sro. so that concludes my presentation. i am happy to take any questions you might have. >> commissioners were getting ready to go into the coming meetings and one of the reasons want to focus on this is that because you may hear a lot about this in our meeting as well could also, can you keep close to the issue of drug abuse drug overdoses in a mental health issue and recommendations would come from it because that's an area i did not see heather recommendation, two. >> yes. >> thank you for the presentation. so, having been somebody who worked in sros in this data is not a surprise.. unfortunately, i think it's kind of disheartening to hear the conditions since the days of hiv epidemic and the findings
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we find at the [inaudible] hotel have not changed that much. so, my first question is like, when it you were conducting these interviews and assessments, were there any sros that actually stood out? lake the model as like the model as a row that others should follow best practices? >> that's a great question. there wasn't a specifically and as i wrote that stood out with were best practices and promising practices that stood out. they did report like you remember all of them offhand but they did give some examples . the one example was around
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composting and recycling. how they were really able to successfully implement that within their programs they had a lot of support from that apartment of environment can they be training they gave finds. it was and they were saying how they successfully did that and change that. i know that's not really-it does actually affect the tenant house and behavior. there was one example they gave as a best practices of making changes. >> i still have a few more questions. another question i have is are these all as those call themselves hotels because i still think that is kind of in irony because hotel is not meant to be a permanent residence? >> so, the terminology for sros of berries. where we are actually working with the planning diamond ring out to make sure we all have a standardized definition. some people as arose. then it's residential hotels. there's all these varying names but yes, i think this is one name that is common, may refer to
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>> and they still have different rules and regulations in terms of how long they can stay in one room for some of them >> >> they don't but after 30 days a residence that lives in and sro gets to be attendance. so, basically what happens is a lot of the sro operators, not a lot but some of the ones they tried to do some occult musical rooms where they try to shuffle them from room to room so they never get tenant rates. >> so, that's like, how does that affect stability affect their well-being? i'm curious about that. there's a lot of that happening as well. >> right. that is something that i'm in the building inspection and there is an sro task force that is been working on that issue specifically. we didn't ask a lot of questions but i'm sure the unstable instability of having to move creates a lot of stress in the
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tenants alike. that is something that that is been an ongoing problem for a long time ago that the city has been trying to resolve that in making sure that does not happen to tenants. >> so we did try within this as a look at things that were policies that were in the jurisdiction of valve department. but, like you said there so many other problems we were not able to really touch upon. >> yes. i get that sense i'm getting it so complex that we really need to really completely liked what is within our purview and what are some of the other issues that we really needed to invite partners to like, san francisco family to really look into. so, i appreciate the report. i know that you also mentioned about pasts and what with the
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responsibility for the sro operators when there is like an infestation happening? like these rooms are in such close proximity the one once it starts it's like wildfire. >> dsl operator to abate any of the past problems. different issues arise from tenant behavior that sometimes make it difficult. is as part of this transfer example recording the were people very reluctant to let people into the rooms or don't want to move or just very scared. so these are types of issues that we want to help people with so they can better resolve the past issue. the specific like test integrated management, we know how to do. there's best practices out there. but a lot of times the problems with the tenants prolong the issue were not able to access
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>> one of the things we did do commissioners to we added a social worker to our environment a hulking two connected to our mental health system so when they do find some one that's worrying or an issue of mental health status post that connected work with them. part of the behavioral health system. so they are able to bring more service to that individual and try to engage vertically around porting that could end up in being an addiction to so they work towards that. >> saliva controversial question did because 50% of them are like city run at sorrows. >> the city gets funding two. >> other comparisons to see the difference between those and those that are not supported by anything money? >> that's a great question i know were looking at defining as osgood when our environment or health database were making sure with all the as is
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properly defined and were going to add those different ones in which one received city funding, which ones are supportive housing. so, in the future we can do those types of comparisons and maybe develop more targeted programming. >> thank you. >> it's an excellent report. i think especially the of the different agencies coronation of the different agencies and how you're proceeding in the whole history that is really really well done. the only thought i would throw out is sometimes whether the sro the sylvie or the owners or the manager, etc., when there are certain things happening in this is true for a lot of seniors who are living in their homes were here in the city by themselves, and a problem happens like something dealing
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with the facts or issues, bed bugs, etc. etc., were electrical problems, etc., were donal required pertaining to earthquake proofing at some point of homes, rooms etc., but this city before especially we should provide a list of prevention or who would be good responders to help the situation? i mean, as an example, if your sidewalk was broken in front of their you get cited weatherby a hotel, home, and center at such a apartment and the city would list those companies that are then certified by the city and list the cost what it would be to fix like a flag like $125. i'm using this because others
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will call, not seeing a list of knowing there's a list even available, and they may be charged $350 for a flag were to inspect that they will inspect call up someone from here and there's no list of saying who has worked with the agency's programs before who could be considered. the whole list. the same thing pertaining to there's a lot of concern about earthquakes and how do you find a good structural engineer or have you find whatever. all the focus is on the big apartment but it can be happening in the smaller ones, went out. so as we move towards this, i think if there could be a list like you that upon the public by dbi, whatever in i know there's been calls. i then asked my call them and find out if there's somebody who could come to work on the old the taurean house where they have some sick kids and elderly people and there's no list. typical
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berkeley the school of architecture, whenever? as a discussions: i think it might view helpful. so instead of getting the multi language information to owners of the sro's and other agencies, perhaps that could also be like a consumer list certified like we do with our inspections food, etc. because these are clinical pertaining to the house. if you're still if your stove goes wrong if your water is leaking, who's on the list saying that, they have worked under good rankiney could call them and the list of whether there multi-you know what i'm saying. >> yes, i do >> that's enough but it would be helpful both for the outcome of tenants living there were the families were the seniors who are living by themselves and their phrase to get anything fixed because they're afraid they might be ripped off by some of the good it's a real wheel problem. i think. a challenge. >> absolutely. i cannot agree
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with you more and i know from last year on mold issues trying to put together a list of reputable contractors, we don't really have one. so, that's a really great suggestion. i think it something we should try to incorporate into summer art materials to help the sro operators make quicker and better decisions to fix their buildings. thank you. >> excellent report. thank you. >> thank you for this. for me, it is very always here when we first started talking about this issue and had this and decided this was something we needed more data around in this needs assessment needed to really take place. i remember thinking when we go tell those people to stop clean up those places and some is very straightforward certainly we can fix all the as are all operators and this is the rule and i'll get penalized and will you been able to showcase this
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is not just about the rules. this is collective impact and it is harnessing the power of several different units in the city. i think that i very much like the idea of providing resources, addition to the resource my colleague just said but i think we need window for the residents. once copies of information for them in different languages and who to call and what to do and those kinds of things. maybe there already is something like that for them? but, it seems that would be the counterpart. as well as the same kind of those who want to come, educational classes about what is occupancy versus tennessee? how can you prevent that? what about those in place the really, some proactive just like because i think it's a great idea to do it for the-because the fact of the matter is, we do need to make some assumptions that people didn't want to live
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better and the managers do want to live better they want to collect if we do this that it anyway we can do that on all for that. i think this was cool. so thank you very much >> we do have and as a group that come together to advocate residence, get the place to think about doing that. >> you probably are several collaboratives provided resources. i think recently pdf had a special on sros and a lot of people that live there are immigrants populations are there not familiar with the laws. the teacher they know them and multiple languages i think is important. >> notches giving it to them once. my own house i lose things and i don't know if it will is like. going back i think there's a lot of people that are not part of the-you know, they're not they need to have access to that so maybe there needs to be just a further push to continually provide material to the residence. >> thank you. >> first of all i like i love this ecological approach. i
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think this is what the council endowment has talking about in terms of healthy communities and building our communities for a long time and you're focusing on our high-risk groups communities inasmuch is the as arrows represent blocks of our communities. i just really important. i love the heat map that you have. i love the scoping the which i think is a wonderful logic model that you've created. it will be clearly identifies us as primary prevention that you're targeting. i like the analysis you did in terms of how you went by methodically choose the legislation regulations guzzle was evolving questions i was hoping to ask of you considered kane changes various regulations and things and you really looked at that. so, because of that, i just want to make sure that you are going to be able to sustain this effort.
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this is again as mr. karshmer talked about a collective impact which we know takes time. what kind of measures do you have for the sustainability of this project? perhaps everyone jumped on board and agrees to sign this and i have one other comments after that >> so, my hope is that eventually as part of this project would get legislated. it would be institutionalized within the mandatory training. it would be something that operators would have to do every year but i do agree with you. and other commissioners. something we just get you once did get to do it over and over again. i think it's really important also since a lot of these proposals are new and have not been tested, that we have to create a very strong evaluation and monitoring system whenever we put in place and make sure that we incorporate this in our funding in our workforce that we put towards that. i think that's one of the key tenants of the
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health impact assessment is that you continually evaluate and monitor the results. so i think that something were committed to doing. >> i hope you and dr. percy will look to sustainability funds because you are for this month, my newest favorite dph initiative. >>[laughing] this month you are my. >> letters from members of the resolution and if there's something also in that resolution if you like to add to that that is how we also will make sure it continues to be a priority >> with regard to that, i might ask that there be consideration for the next draft of continuation of funds or at least follow the next steps. i think you are really-the program really entails following the primary prevention aspects of primary effect to secondary effects to you media fax >> it does the planning process i think will continue and that is that. the issue is
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the recommendation from this assessment because this has many different types of assessments that cindy has been involved in an these recognitions aware you could also in that resolution at a recommendation if you like. but the process, i believe, is already structured for it to continue. the recommendations you might want to look at. you can add that as a recommendation as well to insure the stability of the health impact assessment process. that could be added as well. but that is what cindy does it very well >> i'll defer to you and staff whether you think that as anything. that was certainly my intent is to ask the staff is not to be a one-time report that goes on a shelf and we have continued efforts to focus on improvement. these 20,000 of our citizens that actually have chronic health problems in very large burden on her health network. the second thing i'd like to ask is that at the level of prevention, at least where we look at regulation and perhaps fines and inspections,
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it seems to me the crux of it it really is based on voluntary participation it i can go to a train but whether i do the work or not is going to be based on my market incentive as a landlord to wanting to improve my building was whether i help my landlord by giving them the right information as a tenant that is approves improves my eventual living condition. so that that somewhere in this meaning this is a fixed an issue that we may be the left problem focused to look at the ways in which this initiative can increase housing value both for the tenant and the landlords. in a way that at the end of this, there is an effort as a component to improve the housing for everyone by the limits get a better building work more tenants that take care and respect the property better which is great and then the tenants get the timely service. my understanding is we have an apartment when tenants
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paint the building achieves the water heater and don't do the rugs from those make for great incentives and the landlords that allow that make great landlords. some way, guinness part of collective impact, we could find this not so much as prevention and problem solving but actually help promotion and genesis on a community level that would be something i do see might add value as a fixed resolution. we want healthy communities and not only tenderloin but throughout our sro system and in all the ways that we define health. >> thank you. >> i do have another question it when we talk about azzarello operators are not necessarily the owners of the buildings
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>> correct. we did meet with owners that are focused by spoke about with specifically with operators could be but a two-day engagement with the tenants and also responsibility for fixing the operational issues. >> so, that's the question i have is what is the relationship between those sro owners and the as earl operators ? i understand the recommendation itself about the training and get them more like knowledgeable about all the issues were resource for tenants, quote what is [inaudible]? >> to go back to the question is not one typology. some of the sro owners have their families working to some other times they're both the same people. it's all over the place. there we could put a lot of time and effort when we were looking at who do we take our time speaking to a focus on
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people who we thought would have the most influence. going back to the second, the training would be a mandatory training in order to get a certificate of dedication aged to continue in operation without larger fines. >> so, that is what i suspected. the second question i have is with the time how do i state markets in san francisco rainout with that actually put tenants at risk? like these owners would be decide to get out of the business? >> they can. in 1985-84 the san francisco past eight rental sustainability ordinance where people who own sro's cannot close down these housing sites. so, it's good and bad. unfortunately, it's good because it maintains the housing stock. it's bad because a lot of them don't want to own these buildings they do want to
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invest in it. john what we are doing is other things were trying to deny me personally-other things the city has all our time to look at how we incentivize capital improvements in these types of buildings. so what our goal here is never to have anyone either could work the homeless >> that promoter style that helps you need give a voluntary system here and you need to really look at how you're going to develop those voluntary incentives i think as part of this the plan. >> first of all, [inaudible] it has a very large impact on [inaudible]. i would like to also follow up on commissioner pating's suggestion that include to ask you guys to take a look at some language that
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ensures the resources available to continue the momentum. because as we take this as a compliment. the study is a good thing but what we really want to do is now take what we've learned and change [inaudible]. you need resources to do that. >> anyone here that? i just had to requests and that was it. then we can i'm mindful of the clock. the one is, i would really i think would be great to actually see the real data comparing the performance of vs arose, which receive city funding or are any other sros. as controversial as that data might be, i think it would be
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good to see it in the near future. the second is to ask you to come back a year from now until is how it's going. >> so, the comparable data probably in about i'm going to say about two months. i can put together some information to give to mark to give to see you can understand the differences and of course i be happy to come back in a you. >> great >> i also just want to not only pursue work on this report died too quickly just like my colleagues worked on it with me. megan walsh, she was a senior epidemiologist. max s on health impact assessment coordinator that was with me. devin was prison made all the beautiful mass in the report. megan went, kristin rivera, page crews and also apologize. >> into the population health division is that correct?
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>> i woken up and i'm still hoping to network with to the office of policy and planning in market health impact assessment program is now under the office of policy and plan but we still collaborate with a population health division >> the present purpose of that commissioners to make sure we connected the policy to the research. >> please, send our congratulations to your colleagues. >> we get the full report was not done that is that correct? >> michael b to give you a copy of the full report between september 6 tenderloin commission should also have not on-site mark disputed that to you. so you can have it in advance of that commission and i look forward to coming back to present the final resolution. >> commissioners whom i will note that if you have any additional comments about the resolution. with taken into consideration in your requested a changeling was again back you >> to consider small improvement grants some of these operators to move beyond their threshold and making those commitments that? >> there were several policy proposals that focus on that.
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the puc and department of environment are looking at grants specifically on energy efficiency that can help improve the building >> great. >> the next item commissioners is other business. surely if you have- >> any other business? >> okay. we can move to item 11 joined comments committee report on commissioner pating check the july 26 jcc meeting >> which i want to thank you for. >> was my honor to chair the joint commission joint conference committee. the committee heard the regulatory of air quality council report the rebuild transition update the hospital administrator report and patient services reports. hr report and medical staff report. the were no mockable new findings and reports are published on the website. in closed session the committee approved the credentials report and the
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minutes. that was the meeting. >> if item 12 is committee agendas the biking note on your calendar i in responding to your request to track your individual requests at the bottom of the last page of the document i now have a table that shows prisons commissioner singer asked her whether the item is on the date and i show when it's going to show up at the committee or full commissions that you can see how it corresponds to future meetings. >> you are reviewing to everyone the magic of how you ensure that things get followed up? >> yes. >> it's no longer a secret. >> thank you. item 13 is consideration for adjournment commissioners >> is there a motion? >> moved and seconded. >> any discussion? all those in favor say, aye >>[chorus of ayes] thank you.
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>>[gavel] >> >>[gavel] >>[adjournment] >>[gavel]
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>> hi today we have a special edition of building san francisco, stay safe, what we are going to be talking about san francisco's earth quakes, what you can do before an earthquake in your home, to be ready and after an earthquake to make sure that you are comfortable staying at home, while the city recovers. ♪ >> the next episode of stay
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safe, we have alicia johnson from san francisco's department of emergency management. hi, alicia thanks to coming >> it is a pleasure to be here with you. >> i wonder if you could tell us what you think people can do to get ready for what we know is a coming earthquake in san francisco. >> well, one of the most things that people can do is to make sure that you have a plan to communicate with people who live both in and out of state. having an out of state contact, to call, text or post on your social network is really important and being able to know how you are going to communicate with your friends, and family who live near you, where you might meet them if your home is uninhab hitable. >> how long do you think that it will be before things are restored to normal in san francisco. >> it depends on the severity of the earthquake, we say to provide for 72 hours tha, is three days, and it helps to know that you might be without services for up to a week or
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more, depending on how heavy the shaking is and how many after shocks we have. >> what kind of neighborhood and community involvement might you want to have before an earthquake to make sure that you are going to able to have the support that you need. >> it is important to have a good relationship with your neighbors and your community. go to those community events, shop at local businesses, have a reciprocal relationship with them so that you know how to take care of yourself and who you can rely on and who can take care of you. it is important to have a battery-operated radio in your home so that you can keep track of what is happening in the community around and how you can communicate with other people. >> one of the things that seems important is to have access to your important documents. >> yes, it is important to have copies of those and also stored them remotely. so a title to a home, a passport, a driver's license, any type of medical records
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that you need need, back those up or put them on a remote drive or store them on the cloud, the same is true with any vital information on your computer. back that up and have that on a cloud in case your hard drive does not work any more. >> in your home you should be prepared as well. >> absolutely. >> let's take a look at the kinds of things that you might want to have in your home. >> we have no water, what are we going to do about water? >> it is important for have extra water in your house, you want to have bottled water or a five gallon container of water able to use on a regular basis, both for bathing and cooking as well as for drinking. >> we have this big container and also in people's homes they have a hot water heater. >> absolutely, if you clean your hot water heater out regularly you can use that for showering, drinking and bathing as well >> what other things do people need to have aren't their home. >> it is important to have extra every day items buy a
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couple extra cans of can food that you can eat without any preparation. >> here is a giant can of green giant canned corn. and this, a manual can opener, your electric can opener will not be working not only to have one but to know where to find it in your kitchen. >> yes. >> so in addition to canned goods, we are going to have fresh food and you have to preserve that and i know that we have an ice chest. >> having an ice chest on hand is really important because your refrigerator will not be working right away. it is important to have somebody else that can store cold foods so something that you might be able to take with you if you have to leave your home. >> and here, this is my very own personal emergency supply box for my house. >> i hope that you have an alternative one at home. >> oh, i forgot. >> and in this is really important, you should have flashlights that have batteries, fresh batteries or hand crank flashlight.
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>> i have them right here. >> good. excellent. that is great. additionally, you are going to want to have candles a whistle, possibly a compass as well. markers if you want to label things if you need to, to people that you are safe in your home or that you have left your home. >> i am okay and i will meet you at... >> exactly. exactly. water proof matches are a great thing to have as well. >> we have matches here. and my spare glasses. >> and your spare glasses. >> if you have medication, you should keep it with you or have access to it. if it needs to be refrigerated make sure that it is in your ice box. >> inside, just to point out for you, we have spare batteries. >> very important. >> we have a little first aid kit. >> and lots of different kinds of batteries. and another spare flashlight. >> so, alicia what else can we do to prepare our homes for an
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earthquake so we don't have damage? >> one of the most important things that you can do is to secure your valuable and breakable items. make sure that your tv is strapped down to your entertainment cabinet or wall so it does not move. also important is to make sure that your book case is secure to the wall so that it does not fall over and your valuable and breakables do not break on the ground. becoming prepared is not that difficult. taking care of your home, making sure that you have a few extra every-day items on hand helps to make the difference. >> that contributes dramatically to the way that the city as a whole can recover. >> absolutely. >> if you are able to control your own environment and house and recovery and your neighbors are doing the same the city as a whole will be a more resilient city. >> we are all proud of living in san francisco and being prepared helps us stay here. >> so, thank you so much for joining us today, alicia, i appreciate it. >> absolutely, it is my pleasure. >> and thank you for joining us
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on another edition of building >> ever wonder about programs the city it working think to make san francisco the best place to work and will we bring shine to the programs and the people making them happen join us inside that edition of what's next sf sprech of market street between 6th is having a cinderella movement with the office of economic workforce development is it's fairy godmother telegraph hill engaged in the program and providing the reason to pass through the corridor and better reason to stay
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office of economic workforce development work to support the economic vital of all of san francisco we have 3 distinctions workforce and neighborhood investment i work in the tenderloin that has been the focus resulting in tax chgsz and 9 arts group totally around 2 hundred thousand square feet of office space as fits great as it's moved forward it is some of the place businesses engaged for the people that have living there for a long time and people that are coming into to work in the the item you have before you companies and the affordable housing in general people want a safe and clean community they see did changed coming is excited for every. >> oewd proits provides permits
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progress resulting in the growth of mid businesses hocking beggar has doubled in size. >> when we were just getting started we were a new business people never saturday a small business owner and been in the bike industry a long needed help in finding at space and sxug the that is a oewd and others agencies were a huge helped walked us through the process we couldn't have done it without you this is sloped to be your grand boulevard if so typically a way to get one way to the other it is supposed to be a beautiful boulevard and fellowship it is started to look like that. >> we have one goal that was the night to the neighborhood while the bigger project of developments as underway and
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also to bring bring a sense of community back to the neighborhood. >> we wanted to use the says that a a gathering space for people to have experience whether watching movies or a yoga or coming to lecture. >> that sb caliber shift on the street is awarding walking down the street and seeing people sitting outside address this building has been vacate and seeing this change is inspiringing. >> we've created a space where people walk in and have fun and it is great that as changed the neighborhood. >> oewd is oak on aortas a driver for san francisco. >> we've got to 23ri7b9 market and sun setting piano and it was
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on the street we've seen companies we say used to have to accompanying come out and recruit now they're coming to us. >> today, we learned about the office of economic workforce development and it's effort to foster community and make the buyer market street corridor something that be proud of thanks to much for watching and tune in next time for. >> we all know a major earthquake will eventually hit san francisco are reproerl presented san francisco is making sure we are with the public safety buildings. >> this consists of 4 consultants the police
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headquarters with the from 850 with a brand new fire station number 4 to serve mission bay swimming pools at office of economic workforce development in the fire station thirty. >> is the the hall of justice on bryant the new home for 2 hundred and 50 uniform and voiven compresses we all it was opened in 19 so sociothat is a 50-year improvement as far as structure and work environment had that will be a great place to work. >> when construction began in 2011 this was with an clear goal to make sure with the big one heights the resident will will have a function police department those are the highly seismic standards it is up to
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operate up to 96 hours from the police department perspective that building is self-sufficient for a main made arrest in all disastrous zake ever after we will run our operational from here no matter what happens this building and the people that serve the businesses will continue to function building is designed to meet lead goal certification and also to art installations on the campus that was designed and constructed to better sense of ability so for example, we're using solar water heaters we're also urging gray water for reuse inform flush water and rainwater for the cooling and irrigation locked on third street and mission rock is it serves the
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motorbike neighborhood and motorbike i moiks is a growing neighborhood and the intent of the bond to have please and fire serves to serve the community. >> hemming helping to keep the building and the stay safe was the not the only opportunity it creates many jobs with 82 bleb businesses overall san franciscans contributed one hundred and 87 thousand hours to help to complete the project it shows the city of san francisco the elected officials and police officers and more importantly the voters that paid for the building this is what we can do with when we wrorpt this is a beacon when we need to build new extra we can trust them with the money and the plan they did a
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good job the san francisco public is a reminder of the importance of being presented and will continue to serve the residents for decades to comego. >> shop and dine the 49 promotes local businesses and changes san franciscans to do their shopping and dooipg within the 49 square miles by supporting local services within the neighborhood we help san francisco remain unique, successful and vibrant so where will you shop and dine the 49 hi in my mind a ms. medina
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>> knew commissioner roy commissioner sims and please note to the executive director sherren is present. >> thank you i have a motion to approve the august thirds 2016 agenda. >> so moved. >> second there is a motion and a second that we approve the august 3, >> all in favor, say i. >> i. >> opposed? the i's have it. so the that item passes next we'll have the

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